This six-part educational video series is designed in particular for those who have been in a rural health leadership role for two years or less, but it is also relevant to leaders who have been in their roles for longer or who may be training or mentoring new leaders. The series may also serve as a valuable resource for those who may be transitioning to a leadership role within the next year.
Description and Topics Covered
In this module, we’re going to dive into the topic of change. We’ll talk about common experiences that people have through the course of change. We’ll talk about specific things you can do as a leader of change to smooth the process and help others through the transition – and help yourself as well.
Understanding the change process
The human side of change – the ups and downs
Individual differences in response to change
Managing your own emotions during change
Reflection and Discussion Questions
What kinds of changes are you currently experiencing or leading?
What examples of unfreezing, changing, and/or refreezing have you seen in these changes?
How are these change initiatives going? If they’re going well, why? If they’re not going so well, why aren’t they?
Think of one specific change initiative you are currently leading or have led in the past, and identify one person who resisted that change. Where did they get stuck on the change curve? Would you classify the source of their resistance as technical, political, or cultural?
Think of one specific change initiative you are currently experiencing. Where are you on the change curve? If you’re a bit stuck, is it due primarily to technical, political, or cultural factors? How can you address these challenges?
Talk to your direct supervisor about current or upcoming change initiatives.
Find out what they most expect from you during the course of this change, and share with them what you need most from them in order to meet these expectations.
Find out what changes they’re working on that are particularly difficult. Ask what their biggest challenges are, how they’re working to address them, and what they’ve learned from the experience so far.
Use the Planning and Reflection Worksheet to develop strategies for addressing technical, political, or cultural concerns that someone on your team might have about a current or upcoming change.
This [27 minute] session lays the groundwork for the series, discussing the broader context of how technology can support the shift to value-based care with an emphasis on improving the health of the population.
Boosting access to telehealth technology, investing in efforts to address health disparities and reforming payment structures to reward outcomes — those are just a few of the recommended ways to improve health care in rural Minnesota.
Learn how an understanding of physician and leadership differences can increase the likelihood of trusting relationships and shared visions with specific administrative strategies for meaningful physician engagement.
In this module, we’ll explore what it means to engage your team and share some strategies for strengthening engagement by developing your team’s knowledge and skills, making collaborative decisions, and building a strong team identity.
In this module, we’re going to dig into some things that are hard for many of us: Communication, conflict, and difficult conversations. We’ll look at what it means to be a collaborative communicator and share tips for becoming a better listener, keeping conflict constructive, and having difficult conversations.